Table of Contents ! Executive Summary ............................................................................................................................................... 1 Appendix I: Process Flow ..................................................................................................................................... 2 Appendix II: Break-even analysis for Drilling and Profiling processes ............................................................ 3 Appendix III: Standard
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Session 1 : Earth Buddy 10/01/12 Q1. How many Earth Buddies can Ben count on producing in one shift? How many if the factory works 2 shifts? Three shifts? How many if it operates three shifts a day, seven days a week? Which operation is the bottleneck? TASK | TIME | NUMBER OF OPERATORS | a.BUDDIES/HR | b.BUDDIES/SHIFT | c.BUDDIES/ "2" SHIFTS | d.BUDDIES/ "3" SHIFTS | e.BUDDIES/ "3" SHIFTS - 7 DAYS | FILLING | 1.5 | 6 | 240 | 1680 | 3360 | 5040 | 35280 | MOULDING | 1.6 | 3 | 225 | 1575
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Assignment 1 Operations Management I Kristen’s Cookie Company (A1) Total (50) Marks Weightage 10% Lead Questions for Assignment 1 1. How long will it take you to fill an order? (8) marks Operation | Time (mins) | Quunatiy (dozen) | Washing, Mixing etc | 6 | 3 | Spooning | 2 | 1 | Resetting & Baking | 10 | 1 | Cooling | 5 | 1 | Packing | 2 | 1 | Accepting Payment | 1 | - | For filling in a rush order Time taken = 6+2+10+5+2+1 = 26 mins 2. How many orders
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1. Please identify the steps in Management by Constraint. Answer: Management by constraints is an innovative and effective approached developed by Goldratt and Cox (1992) and it is based on a seven- step process 1) Determine the system’s goal 2) Establish global performance measures 3) Identify the system constraint 4) Decide how to exploit the constraint, break dummy and policy constraint 5) Subordinate the rest of the system to the constraint 6) Elevate and break the constraint
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1. What is activity utilization at every step in the process? What is the direct labor utilization? An operation is composed of processes designed to add value by transforming inputs into useful outputs. Inputs may be materials, labor, energy, and capital equipment. Output may be a physical product or a service. A metric used to measure the rate at which potential output levels are being met or used. Displayed as a percentage, capacity utilization levels give insight into the overall slack that
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would be 5.1 (337,500 / $66,000). 2. Purchase one additional dryer to increase process capacity by almost 33%. The dryer can be purchased for $60,000. Process capacity would increase to 800 bbls/hr, because each dryer rates 200bbls/hr. As the wet berry flow rate increases to 800 bbls/hr, the bottleneck is still on the dryers because (1125-800=325bbls) are still left unprocessed and the separators can still process 800+375=1175bbls from 1200bbls/hr. However, the resulting flow rate increase of
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because in my Aviation Maintenance profession this term is getting more visibility as we attempt to implement Continuous Process Improvement (CPI). Explanation of the Key Team Satterlee describes Theory of Constraints as the greater gain will come from identifying which part of the process is a constraint to the whole, rather than focusing on increased output from an entire process (p. 247). In support of the key term, I selected the article, “Theory of constraints: a theory for operations management”
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Cost Accounting, 14e (Horngren/Datar/Rajan) Chapter 19 Balanced Scorecard: Quality, Time, and the Theory of Constraints Objective 19.1 1) Quality management provides an important competitive edge because it: A) reduces costs B) increases customer satisfaction C) often results in substantial savings and higher revenues in the short run D) All of these answers are correct. Answer: D Diff: 1 Terms: quality Objective: 1 AACSB: Ethical reasoning 2) Quality of design measures how
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Bottlenecks in My Moring OPS/571 Professor September 26, 2011 The purpose of this paper is to describe how to identify, describe and discuss the bottlenecks in my morning routine. In order to do this I had to use the Goldratt’s theory of constraints to help me identify and overcome the process bottlenecks. In order for me to overcome and improve my daily routine, I had to identify the slowest process of my morning routine. After applying the Goldratt’s theory of constraints to my morning
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Company Inc. March 22, 2012 Question 1: Compute the following quantities for the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. Cutting: Time required = (90 mins + 30 mins) / (60 layers x 8 patterns) = 0.25 mins / shirt for 1 cutting machine. (TABLE: CURRENT PRODUCTION PROCESS) Operation:Current Production Process | Regular Shirts Labor Content(mins/shirt) | Number of Workers | Time required =Labor content / # Workers(mins/worker/shirt)
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